期刊
ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES
卷 121, 期 1, 页码 89-103出版社
ACADEMIC PRESS INC ELSEVIER SCIENCE
DOI: 10.1016/j.obhdp.2013.01.002
关键词
Ethics; Whistle-blowing; Leadership; Coworkers
Via three studies of varying methodologies designed to complement and build upon each other, we examine how supervisory ethical leadership is associated with employees' reporting unethical conduct within the organization (i.e., internal whistle-blowing). We also examine whether the positive effect of supervisory ethical leadership is enhanced by another important social influence: coworkers' ethical behavior. As predicted, we found that employees' internal whistle-blowing depends on an ethical tone being set by complementary social influence sources at multiple organizational levels (both supervisory and coworker levels), leading us to conclude that it takes a village to support internal whistle-blowing. Also, this interactive effect was found to be mediated by a fear of retaliation in two studies but not by perceptions of futility. We conclude by identifying theoretical and practical implications of our research. (c) 2013 Elsevier Inc. All rights reserved.
作者
我是这篇论文的作者
点击您的名字以认领此论文并将其添加到您的个人资料中。
推荐
暂无数据